Indonesia EEC offers good quality and cost effective service in engineering, design, procurement, project management, construction and construction management, environmental consulting, management consulting, quality assurance and quality control, information management, operations and maintenance and process technology development.
Indonesia EEC offers expertise in the services it offers. With its variety of services, the company sells them so as to allow clients to choose their preferred benefit(s). These include:
The approach Indonesia EEC will take to differentiate itself is to convert its features into the client’s benefits; the company needs to offer real benefits rather than only define the features to its clients.
The benefits it sells shall include many intangibles: reliability, optimizing the client’s profit potential, confidentiality, guaranteed quality, continuous improvements, technology transfer, and cost effectiveness. Long-term customer satisfaction is the most critical component of the services offered by the company.
It is vital to establish presence in the market and to start making sales on the growing segment. Personal relationships are important and memories are long. It is also vital to keep in mind that it is wrong to wait for recovery before establishing market presence. Project and market development timeframes in Indonesia are lengthy: three to four years or more; however, this timeframe can be compressed by a strong local partner. This implies the need for establishing a joint venture company rather than going it alone. Even under normal circumstances, the company needs to enter the market on the basis of a long-term strategic calculus, with commitment and resources. To every firm which is interested in participating in the Indonesian market, now is the time to enter.
The business begins with a general corporate and technical brochure establishing the positioning. This brochure will be provided by U.S. EEC.
Indonesia EEC works with all the major power plants and power transmission equipment suppliers on a project-by-project basis and will not represent any of them under an exclusive agreement.
As a subsidiary company of U.S. EEC, Indonesia EEC will utilize its parent company’s capabilities, experience, resources, and technologies as follows:
In the near future, Indonesia EEC will establish a joint venture company with a reputable local company who has experience and capability in performing EPC works of power projects, as well as financial capability, and will broaden the coverage by expanding into additional service areas, e.g., captive power project development and operation.
In Indonesia, there are twelve market sectors of power generation business in which Indonesia EEC will be seeking prospects on a focused and proactive approach.
The Market Analysis table shows the estimated captive power project values in the dollar per year, within the period of 1999-2003, based on the present circumstances. This table is a live and dynamic table. The numbers of dollars each year could increase as the economy corrects itself.
The potential clients/customers during the five-year implementation of this plan for power generation EPC services are composed of twelve groups:
It seems reasonable, based on strong fundamentals, that the above twelve sectors have strength to be credible buyers in the Indonesian power business, since their business orientation is focused in the export market leads acceptable development risks.
Market Analysis | |||||||
1999 | 2000 | 2001 | 2002 | 2003 | |||
Potential Customers | Growth | CAGR | |||||
Captive Plant Developer | 3% | 54,000,000 | 55,620,000 | 57,288,600 | 59,007,258 | 60,777,476 | 3.00% |
Pulp & Paper Mills | 15% | 272,000,000 | 312,800,000 | 359,720,000 | 413,678,000 | 475,729,700 | 15.00% |
Textile Manufacturers | 11% | 218,000,000 | 241,980,000 | 268,597,800 | 298,143,558 | 330,939,349 | 11.00% |
Cement Mills | 5% | 22,000,000 | 23,100,000 | 24,255,000 | 25,467,750 | 26,741,138 | 5.00% |
Mining | 18% | 41,000,000 | 48,380,000 | 57,088,400 | 67,364,312 | 79,489,888 | 18.00% |
Shrimp Farms | 20% | 191,000,000 | 229,200,000 | 275,040,000 | 330,048,000 | 396,057,600 | 20.00% |
Sugar Mills | 4% | 14,000,000 | 14,560,000 | 15,142,400 | 15,748,096 | 16,378,020 | 4.00% |
Palm Oil Processing | 5% | 16,000,000 | 16,800,000 | 17,640,000 | 18,522,000 | 19,448,100 | 5.00% |
Fertilizer Manufacturers | 7% | 136,000,000 | 145,520,000 | 155,706,400 | 166,605,848 | 178,268,257 | 7.00% |
Petrochemical Processing | 5% | 27,000,000 | 28,350,000 | 29,767,500 | 31,255,875 | 32,818,669 | 5.00% |
Oil & Gas Fields | 5% | 22,000,000 | 23,100,000 | 24,255,000 | 25,467,750 | 26,741,138 | 5.00% |
Oil Refineries | 5% | 109,000,000 | 114,450,000 | 120,172,500 | 126,181,125 | 132,490,181 | 5.00% |
Total | 12.16% | 1,122,000,000 | 1,253,860,000 | 1,404,673,600 | 1,577,489,572 | 1,775,879,516 | 12.16% |
Indonesia EEC will focus on major electricity consumers in Indonesia who are very demanding regarding reliability of their power supply systems.
The current situation in Indonesia can be characterized by commercial paralysis, policy paralysis, and for the moment, a continuing downward economic drift. But it seems reasonable that the previously listed twelve sectors have strength to be credible buyers in the Indonesian power business, since their business orientation is focused in the export market leads acceptable development risks. The uncertainty lies in how long the country’s economic recovery will take and with what twists and turns in the political and economic structure will offer tremendous opportunities for the the company in developing badly needed, inside-the-fence captive power projects to satisfy the demand. This requirement has not diminished because of the crisis. It even increases due to the government owned power utility (PLN) absence to deliver a reliable and cost effective power system.
For the short term, the company needs to be flexible and creative in pricing and financing its services. Indonesian buyers are likely to be more dependent than ever on supplier financing, and looking for bargains; unfortunately, the current economic erosion situation has put them in a compromising position for bargaining. The company needs to be proactive in assisting its customers in finding sources of financing, inventing creative payment terms or offering a more lenient repayment period, if possible, and looking for ways to cut the price of supplies and services. Barter trade has often been a required element of major government projects, but it would be no surprise to see more emphasis on barter trade in the coming period.
EPC Contractors in power business range from major global Original Equipment Manufacturers (OEM) of the power generation and transmission plants to the local engineering and construction firms.
Some major domestic players who are estimated as Indonesia EEC’s potential competitors in the power EPC business are listed below. They are politically well-connected at this time and seem to be aggressively pursuing expansion into other infrastructure markets in Indonesia, most notably in power and industrial plants.
The following companies are major foreign players in Indonesian power business:
Recent analysis indicate that total design cost of power plants in Indonesia has decreased by 12%, while total construction cost of power plants in Indonesia has decreased by 23.59% during this economic turmoil, compared to data recorded in 1996. This analysis is based on the assumptions that the local engineers and laborers salary was increased by 25% at the average exchange rate of US$1 = Rp 7,200. By having a local production capability in Indonesia, Indonesia EEC will be able to take advantage of this situation.
When the joint venture company between Indonesia EEC and its local partner has been established, it will be able to reduce costs and increase profits by having a full-service production office in Indonesia.
The critical issue for establishing a local production capability is the ability of Indonesia EEC to hire, train, and retain highly qualified and motivated Indonesian engineers.
Furthermore, PLN’s inability to pay power and natural gas at the prevailing exchange rate has put both PLN and independent power producer (IPP) developers into a very difficult position to move forward with their project implementation between 1999 and 2003. Meanwhile, in line with the government’s export increasing program to strengthen the national reserve funds, many big electricity consumers will face their fast growing demand. This situation will compel many electricity consumers (especially large industrial facilities) to set up their own captive power plants.
As a result of this need, Indonesia EEC will focus its marketing directive on those large, export-oriented, industrial companies.
Indonesia EEC’s overall competitive edge in Indonesia is that it brings its parent company’s name recognition as a “one-stop” services provider encompassing engineering, procurement, construction, and trade financing services. The parent company is seen as having more than one hundred years’ experience in the global industry.
One of the most important key factors in Indonesia EEC’s competitive edge is its expertise in providing access to the trade financing, as follows:
The establishment of a joint venture company between Indonesia EEC and a strong, experienced local engineering and construction company is the most strategic step to overcome the competition by reduced production costs as well as to improve flexibility in penetrating the markets in developing countries, especially the Asia Region.
The captive power market in Indonesia will be focused and integrated with the private customers outside the multilateral/bilateral aid programs. To sell to this type of market, Indonesia EEC needs to have these seven important propositions:
We are planning to increase sales substantially in 2001. This is considered reasonable due to the opportunities available in the industry.
January through March 2001 will offer the highest sales, as many clients will begin the implementation of their projects.
Sales Forecast | |||||
1999 | 2000 | 2001 | 2002 | 2003 | |
Sales | |||||
Engineering & Architect (E&A) | $25,000,000 | $26,250,000 | $29,000,000 | $31,250,000 | $33,750,000 |
Engineering & Procurement | $40,000,000 | $42,000,000 | $46,400,000 | $50,000,000 | $54,000,000 |
Engineering & Construction | $15,000,000 | $15,750,000 | $17,400,000 | $18,750,000 | $20,250,000 |
Project management (PM) | $20,000,000 | $21,000,000 | $23,200,000 | $25,000,000 | $27,000,000 |
Total Sales | $100,000,000 | $105,000,000 | $116,000,000 | $125,000,000 | $135,000,000 |
Direct Cost of Sales | 1999 | 2000 | 2001 | 2002 | 2003 |
Engineering & Architect (E&A) | $13,500,000 | $14,175,000 | $15,660,000 | $16,875,000 | $18,225,000 |
Engineering & Procurement | $21,600,000 | $22,680,000 | $25,056,000 | $27,000,000 | $29,160,000 |
Engineering & Construction | $8,100,000 | $8,505,000 | $9,396,000 | $10,125,000 | $10,935,000 |
Project management (PM) | $10,800,000 | $11,340,000 | $12,528,000 | $13,500,000 | $14,580,000 |
Subtotal Direct Cost of Sales | $54,000,000 | $56,700,000 | $62,640,000 | $67,500,000 | $72,900,000 |
Prior to the revenue, Indonesia EEC is led by one president director and two vice presidents (vice president of sales and marketing and vice president of internal business management (IBM)). They will be assisted by one sales manager (who is primarily responsible for sales and market development in power sector), one marketing and business development manager (who is primarily responsible for business development, services development, and research and design), one finance manager, one human resources manager, one accountant, two shared secretaries, one legal officer, one administrative officer, one bookkeeper, and four clerks.
When projects have been secured, then project offices will be established and project personnel and staff will be recruited. Project office organization and staff will encompass the engineering, procurement, and construction divisions.
The administrative section obtains outside services from Indonesian professional firms for tax reporting, legal and contract consulting, and immigration “consultants.” It is expected that these services will continue to be contracted out as the cost of full-time staff positions in these specialists will be large.
Prior to the revenue, the team includes 17 employees, under a president and two vice presidents.
Indonesia EEC’s main management divisions are Sales & Marketing (the marketing, sales, services research and development, and public relations operations will be managed by this division) and Internal Business Management (the legal, accounting, administration, and human resources development sections will be managed by this division).
The following table summarizes our personnel plan for the five years of this business plan.
Personnel Plan | |||||
1999 | 2000 | 2001 | 2002 | 2003 | |
President Director/Chief Representative | $54,000 | $59,400 | $65,340 | $71,874 | $79,061 |
Executive Secretary | $6,480 | $7,150 | $7,865 | $8,651 | $9,516 |
VP Sales & Marketing | $25,992 | $28,600 | $31,460 | $34,606 | $38,066 |
Sales Manager | $15,600 | $17,160 | $18,876 | $20,764 | $22,840 |
Marketing & Business Dev. Manager | $15,600 | $17,160 | $18,876 | $20,764 | $22,840 |
Secretary | $3,900 | $4,290 | $4,719 | $5,191 | $5,710 |
VP Internal Business Management (IBM) | $25,992 | $28,600 | $31,460 | $34,606 | $38,066 |
Finance Manager/Senior Accountant | $15,600 | $17,160 | $18,876 | $20,764 | $22,840 |
Accountant | $12,000 | $13,200 | $14,520 | $15,972 | $17,569 |
Human Resources Manager | $15,600 | $17,160 | $18,876 | $20,764 | $22,840 |
Administrative Officer | $12,000 | $13,200 | $14,520 | $15,972 | $17,569 |
Legal Officer | $12,000 | $13,200 | $14,520 | $15,972 | $17,569 |
Bookkeeper | $3,900 | $4,290 | $4,719 | $5,191 | $5,710 |
Clerical | $1,296 | $1,430 | $1,573 | $1,730 | $1,903 |
Clerical | $1,296 | $1,430 | $1,573 | $1,730 | $1,903 |
Clerical | $1,296 | $1,430 | $1,573 | $1,730 | $1,903 |
Clerical | $1,296 | $1,430 | $1,573 | $1,730 | $1,903 |
Total People | 0 | 0 | 0 | 0 | 0 |
Total Payroll | $223,848 | $246,290 | $270,919 | $298,011 | $327,808 |
The following sections present the financial analysis for Indonesia EEC.
The accompanying table lists Indonesia EEC’s main assumptions for developing its financial projections. The most sensitive assumption is collection days. Indonesia EEC would like to improve collection days to take pressure off of its working capital.
General Assumptions | |||||
1999 | 2000 | 2001 | 2002 | 2003 | |
Plan Month | 1 | 2 | 3 | 4 | 5 |
Current Interest Rate | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% |
Long-term Interest Rate | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% |
Tax Rate | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% |
Other | 0 | 0 | 0 | 0 | 0 |
The following table and chart summarize the Break-even Analysis, including monthly units and sales break-even points.
Break-even Analysis | |
Monthly Revenue Break-even | $905,693 |
Assumptions: | |
Average Percent Variable Cost | 54% |
Estimated Monthly Fixed Cost | $416,619 |
The detailed monthly pro-forma income statement for the first year is included in the appendix. The annual estimates are included below.
Pro Forma Profit and Loss | |||||
1999 | 2000 | 2001 | 2002 | 2003 | |
Sales | $100,000,000 | $105,000,000 | $116,000,000 | $125,000,000 | $135,000,000 |
Direct Cost of Sales | $54,000,000 | $56,700,000 | $62,640,000 | $67,500,000 | $72,900,000 |
Power System Studies | $58,000 | $60,900 | $63,945 | $67,142 | $70,499 |
Total Cost of Sales | $54,058,000 | $56,760,900 | $62,703,945 | $67,567,142 | $72,970,499 |
Gross Margin | $45,942,000 | $48,239,100 | $53,296,055 | $57,432,858 | $62,029,501 |
Gross Margin % | 45.94% | 45.94% | 45.94% | 45.95% | 45.95% |
Expenses | |||||
Payroll | $223,848 | $246,290 | $270,919 | $298,011 | $327,808 |
Sales and Marketing and Other Expenses | $4,610,000 | $4,875,000 | $5,430,000 | $5,850,000 | $6,310,000 |
Depreciation | $0 | $0 | $0 | $0 | $0 |
Leased Equipment | $6,000 | $6,500 | $7,000 | $7,500 | $8,000 |
Utilities | $72,000 | $72,000 | $72,000 | $84,000 | $84,000 |
Insurance | $6,000 | $6,000 | $7,000 | $7,000 | $8,000 |
Rent | $48,000 | $48,000 | $48,000 | $48,000 | $48,000 |
Payroll Taxes | $33,577 | $36,944 | $40,638 | $44,702 | $49,171 |
Other | $0 | $0 | $0 | $0 | $0 |
Total Operating Expenses | $4,999,425 | $5,290,734 | $5,875,557 | $6,339,213 | $6,834,979 |
Profit Before Interest and Taxes | $40,942,575 | $42,948,367 | $47,420,498 | $51,093,645 | $55,194,521 |
EBITDA | $40,942,575 | $42,948,367 | $47,420,498 | $51,093,645 | $55,194,521 |
Interest Expense | $0 | $0 | $0 | $0 | $0 |
Taxes Incurred | $10,235,644 | $10,737,092 | $11,855,125 | $12,773,411 | $13,798,630 |
Net Profit | $30,706,931 | $32,211,275 | $35,565,374 | $38,320,234 | $41,395,891 |
Net Profit/Sales | 30.71% | 30.68% | 30.66% | 30.66% | 30.66% |
Cash flow projections are critical to the company’s success. The monthly cash flow is shown in the chart, with one bar representing the cash flow per month and the other representing the monthly balance. The annual cash flow figures are included here in the following table. Detailed monthly numbers are included in the appendix.
Pro Forma Cash Flow | |||||
1999 | 2000 | 2001 | 2002 | 2003 | |
Cash Received | |||||
Cash from Operations | |||||
Cash Sales | $50,000,000 | $52,500,000 | $58,000,000 | $62,500,000 | $67,500,000 |
Cash from Receivables | $53,281,049 | $52,129,167 | $57,184,167 | $61,832,500 | $66,758,333 |
Subtotal Cash from Operations | $103,281,049 | $104,629,167 | $115,184,167 | $124,332,500 | $134,258,333 |
Additional Cash Received | |||||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 | $0 | $0 |
Subtotal Cash Received | $103,281,049 | $104,629,167 | $115,184,167 | $124,332,500 | $134,258,333 |
Expenditures | 1999 | 2000 | 2001 | 2002 | 2003 |
Expenditures from Operations | |||||
Cash Spending | $223,848 | $246,290 | $270,919 | $298,011 | $327,808 |
Bill Payments | $66,791,937 | $73,194,155 | $79,537,301 | $85,870,683 | $92,709,626 |
Subtotal Spent on Operations | $67,015,785 | $73,440,445 | $79,808,220 | $86,168,694 | $93,037,434 |
Additional Cash Spent | |||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 | $0 | $0 |
Subtotal Cash Spent | $67,015,785 | $73,440,445 | $79,808,220 | $86,168,694 | $93,037,434 |
Net Cash Flow | $36,265,265 | $31,188,721 | $35,375,946 | $38,163,806 | $41,220,899 |
Cash Balance | $62,515,265 | $93,703,986 | $129,079,932 | $167,243,738 | $208,464,638 |
The following Balance Sheet table shows healthy growth of net worth and a strong financial position. The monthly estimates are included in the appendix.
Pro Forma Balance Sheet | |||||
1999 | 2000 | 2001 | 2002 | 2003 | |
Assets | |||||
Current Assets | |||||
Cash | $62,515,265 | $93,703,986 | $129,079,932 | $167,243,738 | $208,464,638 |
Accounts Receivable | $7,416,667 | $7,787,500 | $8,603,333 | $9,270,833 | $10,012,500 |
Other Current Assets | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 |
Total Current Assets | $70,852,311 | $102,411,866 | $138,603,645 | $177,434,952 | $219,397,518 |
Long-term Assets | |||||
Long-term Assets | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 |
Total Assets | $72,096,276 | $103,655,831 | $139,847,610 | $178,678,917 | $220,641,483 |
Liabilities and Capital | 1999 | 2000 | 2001 | 2002 | 2003 |
Current Liabilities | |||||
Accounts Payable | $6,614,112 | $5,962,392 | $6,588,798 | $7,099,870 | $7,666,545 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $6,614,112 | $5,962,392 | $6,588,798 | $7,099,870 | $7,666,545 |
Long-term Liabilities | $0 | $0 | $0 | $0 | $0 |
Total Liabilities | $6,614,112 | $5,962,392 | $6,588,798 | $7,099,870 | $7,666,545 |
Paid-in Capital | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 |
Retained Earnings | $30,031,333 | $60,738,264 | $92,949,539 | $128,514,913 | $166,835,146 |
Earnings | $30,706,931 | $32,211,275 | $35,565,374 | $38,320,234 | $41,395,891 |
Total Capital | $65,482,164 | $97,693,439 | $133,258,813 | $171,579,046 | $212,974,937 |
Total Liabilities and Capital | $72,096,276 | $103,655,831 | $139,847,610 | $178,678,917 | $220,641,483 |
Net Worth | $65,482,164 | $97,693,439 | $133,258,813 | $171,579,046 | $212,974,937 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 8711, Engineering Services, are shown for comparison.
Ratio Analysis | ||||||
1999 | 2000 | 2001 | 2002 | 2003 | Industry Profile | |
Sales Growth | 14.29% | 5.00% | 10.48% | 7.76% | 8.00% | 7.10% |
Percent of Total Assets | ||||||
Accounts Receivable | 10.29% | 7.51% | 6.15% | 5.19% | 4.54% | 35.40% |
Other Current Assets | 1.28% | 0.89% | 0.66% | 0.52% | 0.42% | 38.30% |
Total Current Assets | 98.27% | 98.80% | 99.11% | 99.30% | 99.44% | 77.40% |
Long-term Assets | 1.73% | 1.20% | 0.89% | 0.70% | 0.56% | 22.60% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 9.17% | 5.75% | 4.71% | 3.97% | 3.47% | 44.50% |
Long-term Liabilities | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 11.70% |
Total Liabilities | 9.17% | 5.75% | 4.71% | 3.97% | 3.47% | 56.20% |
Net Worth | 90.83% | 94.25% | 95.29% | 96.03% | 96.53% | 43.80% |
Percent of Sales | ||||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 45.94% | 45.94% | 45.94% | 45.95% | 45.95% | 0.00% |
Selling, General & Administrative Expenses | 15.24% | 15.26% | 15.29% | 15.29% | 15.28% | 81.80% |
Advertising Expenses | 0.03% | 0.04% | 0.04% | 0.04% | 0.04% | 0.20% |
Profit Before Interest and Taxes | 40.94% | 40.90% | 40.88% | 40.87% | 40.88% | 2.50% |
Main Ratios | ||||||
Current | 10.71 | 17.18 | 21.04 | 24.99 | 28.62 | 1.69 |
Quick | 10.71 | 17.18 | 21.04 | 24.99 | 28.62 | 1.37 |
Total Debt to Total Assets | 9.17% | 5.75% | 4.71% | 3.97% | 3.47% | 56.20% |
Pre-tax Return on Net Worth | 62.52% | 43.96% | 35.59% | 29.78% | 25.92% | 6.00% |
Pre-tax Return on Assets | 56.79% | 41.43% | 33.91% | 28.60% | 25.02% | 13.60% |
Additional Ratios | 1999 | 2000 | 2001 | 2002 | 2003 | |
Net Profit Margin | 30.71% | 30.68% | 30.66% | 30.66% | 30.66% | n.a |
Return on Equity | 46.89% | 32.97% | 26.69% | 22.33% | 19.44% | n.a |
Activity Ratios | ||||||
Accounts Receivable Turnover | 6.74 | 6.74 | 6.74 | 6.74 | 6.74 | n.a |
Collection Days | 60 | 53 | 52 | 52 | 52 | n.a |
Accounts Payable Turnover | 10.44 | 12.17 | 12.17 | 12.17 | 12.17 | n.a |
Payment Days | 29 | 32 | 29 | 29 | 29 | n.a |
Total Asset Turnover | 1.39 | 1.01 | 0.83 | 0.70 | 0.61 | n.a |
Debt Ratios | ||||||
Debt to Net Worth | 0.10 | 0.06 | 0.05 | 0.04 | 0.04 | n.a |
Current Liab. to Liab. | 1.00 | 1.00 | 1.00 | 1.00 | 1.00 | n.a |
Liquidity Ratios | ||||||
Net Working Capital | $64,238,199 | $96,449,474 | $132,014,848 | $170,335,081 | $211,730,972 | n.a |
Interest Coverage | 0.00 | 0.00 | 0.00 | 0.00 | 0.00 | n.a |
Additional Ratios | ||||||
Assets to Sales | 0.72 | 0.99 | 1.21 | 1.43 | 1.63 | n.a |
Current Debt/Total Assets | 9% | 6% | 5% | 4% | 3% | n.a |
Acid Test | 9.59 | 15.87 | 19.73 | 23.69 | 27.31 | n.a |
Sales/Net Worth | 1.53 | 1.07 | 0.87 | 0.73 | 0.63 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | |||||||||||||
Engineering & Architect (E&A) | 0% | $6,250,000 | $3,750,000 | $2,500,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $2,500,000 |
Engineering & Procurement | 0% | $10,000,000 | $6,000,000 | $4,000,000 | $2,000,000 | $2,000,000 | $2,000,000 | $2,000,000 | $2,000,000 | $2,000,000 | $2,000,000 | $2,000,000 | $4,000,000 |
Engineering & Construction | 0% | $3,750,000 | $2,250,000 | $1,500,000 | $750,000 | $750,000 | $750,000 | $750,000 | $750,000 | $750,000 | $750,000 | $750,000 | $1,500,000 |
Project management (PM) | 0% | $5,000,000 | $3,000,000 | $2,000,000 | $1,000,000 | $1,000,000 | $1,000,000 | $1,000,000 | $1,000,000 | $1,000,000 | $1,000,000 | $1,000,000 | $2,000,000 |
Total Sales | $25,000,000 | $15,000,000 | $10,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $10,000,000 | |
Direct Cost of Sales | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Engineering & Architect (E&A) | $3,375,000 | $2,025,000 | $1,350,000 | $675,000 | $675,000 | $675,000 | $675,000 | $675,000 | $675,000 | $675,000 | $675,000 | $1,350,000 | |
Engineering & Procurement | $5,400,000 | $3,240,000 | $2,160,000 | $1,080,000 | $1,080,000 | $1,080,000 | $1,080,000 | $1,080,000 | $1,080,000 | $1,080,000 | $1,080,000 | $2,160,000 | |
Engineering & Construction | $2,025,000 | $1,215,000 | $810,000 | $405,000 | $405,000 | $405,000 | $405,000 | $405,000 | $405,000 | $405,000 | $405,000 | $810,000 | |
Project management (PM) | $2,700,000 | $1,620,000 | $1,080,000 | $540,000 | $540,000 | $540,000 | $540,000 | $540,000 | $540,000 | $540,000 | $540,000 | $1,080,000 | |
Subtotal Direct Cost of Sales | $13,500,000 | $8,100,000 | $5,400,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $5,400,000 |
Personnel Plan | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
President Director/Chief Representative | 0% | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 |
Executive Secretary | 0% | $540 | $540 | $540 | $540 | $540 | $540 | $540 | $540 | $540 | $540 | $540 | $540 |
VP Sales & Marketing | 0% | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 |
Sales Manager | 0% | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 |
Marketing & Business Dev. Manager | 0% | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 |
Secretary | 0% | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 |
VP Internal Business Management (IBM) | 0% | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 | $2,166 |
Finance Manager/Senior Accountant | 0% | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 |
Accountant | 0% | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 |
Human Resources Manager | 0% | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 |
Administrative Officer | 0% | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 |
Legal Officer | 0% | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 |
Bookkeeper | 0% | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 | $325 |
Clerical | 0% | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 |
Clerical | 0% | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 |
Clerical | 0% | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 |
Clerical | 0% | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 | $108 |
Total People | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
Total Payroll | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 |
General Assumptions | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | |
Long-term Interest Rate | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | |
Tax Rate | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | $25,000,000 | $15,000,000 | $10,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $10,000,000 | |
Direct Cost of Sales | $13,500,000 | $8,100,000 | $5,400,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $2,700,000 | $5,400,000 | |
Power System Studies | $5,000 | $5,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $0 | $0 | |
Total Cost of Sales | $13,505,000 | $8,105,000 | $5,406,000 | $2,706,000 | $2,706,000 | $2,706,000 | $2,706,000 | $2,706,000 | $2,706,000 | $2,706,000 | $2,700,000 | $5,400,000 | |
Gross Margin | $11,495,000 | $6,895,000 | $4,594,000 | $2,294,000 | $2,294,000 | $2,294,000 | $2,294,000 | $2,294,000 | $2,294,000 | $2,294,000 | $2,300,000 | $4,600,000 | |
Gross Margin % | 45.98% | 45.97% | 45.94% | 45.88% | 45.88% | 45.88% | 45.88% | 45.88% | 45.88% | 45.88% | 46.00% | 46.00% | |
Expenses | |||||||||||||
Payroll | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | |
Sales and Marketing and Other Expenses | $388,500 | $382,000 | $382,000 | $388,500 | $382,000 | $382,000 | $388,500 | $382,000 | $382,000 | $388,500 | $382,000 | $382,000 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Leased Equipment | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Utilities | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | |
Insurance | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Rent | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | |
Payroll Taxes | 15% | $2,798 | $2,798 | $2,798 | $2,798 | $2,798 | $2,798 | $2,798 | $2,798 | $2,798 | $2,798 | $2,798 | $2,798 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $420,952 | $414,452 | $414,452 | $420,952 | $414,452 | $414,452 | $420,952 | $414,452 | $414,452 | $420,952 | $414,452 | $414,452 | |
Profit Before Interest and Taxes | $11,074,048 | $6,480,548 | $4,179,548 | $1,873,048 | $1,879,548 | $1,879,548 | $1,873,048 | $1,879,548 | $1,879,548 | $1,873,048 | $1,885,548 | $4,185,548 | |
EBITDA | $11,074,048 | $6,480,548 | $4,179,548 | $1,873,048 | $1,879,548 | $1,879,548 | $1,873,048 | $1,879,548 | $1,879,548 | $1,873,048 | $1,885,548 | $4,185,548 | |
Interest Expense | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Taxes Incurred | $2,768,512 | $1,620,137 | $1,044,887 | $468,262 | $469,887 | $469,887 | $468,262 | $469,887 | $469,887 | $468,262 | $471,387 | $1,046,387 | |
Net Profit | $8,305,536 | $4,860,411 | $3,134,661 | $1,404,786 | $1,409,661 | $1,409,661 | $1,404,786 | $1,409,661 | $1,409,661 | $1,404,786 | $1,414,161 | $3,139,161 | |
Net Profit/Sales | 33.22% | 32.40% | 31.35% | 28.10% | 28.19% | 28.19% | 28.10% | 28.19% | 28.19% | 28.10% | 28.28% | 31.39% |
Pro Forma Cash Flow | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $12,500,000 | $7,500,000 | $5,000,000 | $2,500,000 | $2,500,000 | $2,500,000 | $2,500,000 | $2,500,000 | $2,500,000 | $2,500,000 | $2,500,000 | $5,000,000 | |
Cash from Receivables | $5,348,858 | $5,765,525 | $12,333,333 | $7,416,667 | $4,916,667 | $2,500,000 | $2,500,000 | $2,500,000 | $2,500,000 | $2,500,000 | $2,500,000 | $2,500,000 | |
Subtotal Cash from Operations | $17,848,858 | $13,265,525 | $17,333,333 | $9,916,667 | $7,416,667 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $7,500,000 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $17,848,858 | $13,265,525 | $17,333,333 | $9,916,667 | $7,416,667 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $5,000,000 | $7,500,000 | |
Expenditures | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Expenditures from Operations | |||||||||||||
Cash Spending | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | $18,654 | |
Bill Payments | $4,892,688 | $16,457,314 | $10,011,793 | $6,737,681 | $3,576,398 | $3,571,685 | $3,571,848 | $3,576,398 | $3,571,685 | $3,571,848 | $3,576,248 | $3,676,352 | |
Subtotal Spent on Operations | $4,911,342 | $16,475,968 | $10,030,447 | $6,756,335 | $3,595,052 | $3,590,339 | $3,590,502 | $3,595,052 | $3,590,339 | $3,590,502 | $3,594,902 | $3,695,006 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $4,911,342 | $16,475,968 | $10,030,447 | $6,756,335 | $3,595,052 | $3,590,339 | $3,590,502 | $3,595,052 | $3,590,339 | $3,590,502 | $3,594,902 | $3,695,006 | |
Net Cash Flow | $12,937,516 | ($3,210,444) | $7,302,886 | $3,160,332 | $3,821,615 | $1,409,661 | $1,409,498 | $1,404,948 | $1,409,661 | $1,409,498 | $1,405,098 | $3,804,994 | |
Cash Balance | $39,187,516 | $35,977,072 | $43,279,958 | $46,440,290 | $50,261,905 | $51,671,566 | $53,081,064 | $54,486,013 | $55,895,674 | $57,305,172 | $58,710,270 | $62,515,265 |
Pro Forma Balance Sheet | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $26,250,000 | $39,187,516 | $35,977,072 | $43,279,958 | $46,440,290 | $50,261,905 | $51,671,566 | $53,081,064 | $54,486,013 | $55,895,674 | $57,305,172 | $58,710,270 | $62,515,265 |
Accounts Receivable | $10,697,716 | $17,848,858 | $19,583,333 | $12,250,000 | $7,333,333 | $4,916,667 | $4,916,667 | $4,916,667 | $4,916,667 | $4,916,667 | $4,916,667 | $4,916,667 | $7,416,667 |
Other Current Assets | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 | $920,380 |
Total Current Assets | $37,868,096 | $57,956,754 | $56,480,785 | $56,450,338 | $54,694,003 | $56,098,952 | $57,508,612 | $58,918,111 | $60,323,059 | $61,732,720 | $63,142,219 | $64,547,317 | $70,852,311 |
Long-term Assets | |||||||||||||
Long-term Assets | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 | $1,243,965 |
Total Assets | $39,112,061 | $59,200,719 | $57,724,750 | $57,694,303 | $55,937,968 | $57,342,917 | $58,752,577 | $60,162,076 | $61,567,024 | $62,976,685 | $64,386,184 | $65,791,282 | $72,096,276 |
Liabilities and Capital | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Current Liabilities | |||||||||||||
Accounts Payable | $4,336,828 | $16,119,950 | $9,783,571 | $6,618,462 | $3,457,341 | $3,452,629 | $3,452,629 | $3,457,341 | $3,452,629 | $3,452,629 | $3,457,341 | $3,448,279 | $6,614,112 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $4,336,828 | $16,119,950 | $9,783,571 | $6,618,462 | $3,457,341 | $3,452,629 | $3,452,629 | $3,457,341 | $3,452,629 | $3,452,629 | $3,457,341 | $3,448,279 | $6,614,112 |
Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Liabilities | $4,336,828 | $16,119,950 | $9,783,571 | $6,618,462 | $3,457,341 | $3,452,629 | $3,452,629 | $3,457,341 | $3,452,629 | $3,452,629 | $3,457,341 | $3,448,279 | $6,614,112 |
Paid-in Capital | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 | $4,743,900 |
Retained Earnings | $1,781,333 | $30,031,333 | $30,031,333 | $30,031,333 | $30,031,333 | $30,031,333 | $30,031,333 | $30,031,333 | $30,031,333 | $30,031,333 | $30,031,333 | $30,031,333 | $30,031,333 |
Earnings | $28,250,000 | $8,305,536 | $13,165,947 | $16,300,608 | $17,705,394 | $19,115,055 | $20,524,716 | $21,929,501 | $23,339,162 | $24,748,823 | $26,153,609 | $27,567,770 | $30,706,931 |
Total Capital | $34,775,233 | $43,080,769 | $47,941,180 | $51,075,841 | $52,480,627 | $53,890,288 | $55,299,949 | $56,704,734 | $58,114,395 | $59,524,056 | $60,928,842 | $62,343,003 | $65,482,164 |
Total Liabilities and Capital | $39,112,061 | $59,200,719 | $57,724,750 | $57,694,303 | $55,937,968 | $57,342,917 | $58,752,577 | $60,162,076 | $61,567,024 | $62,976,685 | $64,386,184 | $65,791,282 | $72,096,276 |
Net Worth | $34,775,233 | $43,080,769 | $47,941,180 | $51,075,841 | $52,480,627 | $53,890,288 | $55,299,949 | $56,704,734 | $58,114,395 | $59,524,056 | $60,928,842 | $62,343,003 | $65,482,164 |
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Written by Adelice Lindemann
Modified & Updated: 05 Sep 2024
Reviewed by Sherman Smith
Novosibirsk, often referred to as the “Capital of Siberia,” is a vibrant and dynamic city located in southwestern Russia. With a population exceeding 1.5 million residents, it is the third most populous city in Russia and serves as the administrative center of the Novosibirsk Oblast.
Nestled along the banks of the Ob River, Novosibirsk is renowned for its rich cultural heritage, scientific advancements, and picturesque landscapes. As the largest city in Siberia, it offers a perfect blend of modern and traditional attractions, making it a fascinating destination for both locals and tourists.
In this article, we will delve into 37 interesting facts about Novosibirsk, shedding light on its history, architecture, natural wonders, and cultural significance. Whether you are planning a visit or simply curious about this intriguing city, these facts will give you a deeper understanding of what Novosibirsk has to offer.
Situated in southwestern Siberia, Novosibirsk has a population of over 1.6 million people, making it one of the largest and most vibrant cities in the country.
Novosibirsk was established as a railway junction on the Trans-Siberian Railway, playing a significant role in the development of Siberia.
Due to its economic and cultural significance, Novosibirsk is often referred to as the capital of Siberia.
The city is home to a wide range of industries, including machinery manufacturing, chemical production, energy, and metallurgy .
Novosibirsk hosts several renowned scientific and research institutions, contributing to advancements in various fields including nuclear physics, chemistry, and biotechnology.
This iconic cultural institution showcases world-class ballet and opera performances and is a must-visit for art enthusiasts visiting the city .
Novosibirsk boasts numerous theaters, showcasing a wide variety of performances from traditional plays to experimental productions.
Thanks to its strategic location on the Trans-Siberian Railway, the city serves as a crucial transportation hub connecting Siberia with other regions of Russia .
The majestic Ob River adds to the city’s natural beauty and provides opportunities for recreational activities such as boating and fishing.
With temperatures dropping well below freezing in winter, the city experiences a true Siberian winter with snowy landscapes.
Home to a wide variety of animal species, including rare and endangered ones, the Novosibirsk Zoo attracts visitors from near and far.
The city is home to Novosibirsk State University, one of the top universities in Russia, renowned for its research and education programs.
Opened in 1985, the Novosibirsk Metro provides efficient transportation for residents and visitors alike.
Surrounded by stunning landscapes, including the Altai Mountains and the Novosibirsk Reservoir, the city offers numerous opportunities for outdoor activities.
Showcasing talented acrobats , clowns, and animal acts, the Novosibirsk State Circus offers entertaining shows for all ages.
The city is dotted with art galleries, showcasing the works of local and international artists .
From traditional Russian cuisine to international flavors, the city offers a wide range of dining options to satisfy all taste buds.
Exploring the museum gives visitors an insight into the rich history and culture of the region.
The city is home to numerous bars, clubs, and entertainment venues, ensuring a lively atmosphere after dark.
Ice hockey is a popular sport in the city, with local teams competing in national and international tournaments.
Music lovers can enjoy classical concerts and symphony orchestra performances in this renowned venue.
Akademgorodok is a unique scientific community located near Novosibirsk, housing numerous research institutes and academic organizations.
The city features a mix of Soviet-era buildings, modern skyscrapers, and historic structures, creating an eclectic cityscape.
The city’s ballet schools and academies attract aspiring dancers from across Russia and abroad.
Located nearby, the Altai Mountains offer breathtaking landscapes, hiking trails, and opportunities for outdoor adventures.
From music and theater festivals to art exhibitions, the city’s cultural calendar is always packed with exciting events.
Residents and visitors can enjoy the beauty of nature in the city’s well-maintained parks and botanical gardens.
The city is home to several technology parks and innovation centers, fostering the development of cutting-edge technologies.
The residents of Novosibirsk are known for their hospitality and friendly nature, making visitors feel welcome.
The city is dotted with shopping malls, boutiques, and markets, offering a wide range of shopping options.
The city has been home to many famous Russian writers and poets, and their works are celebrated in literary circles.
The city is known for its advanced medical facilities and expertise, attracting patients from around the world.
With buses, trams, trolleybuses, and the metro, getting around the city is convenient and efficient.
The city has a strong sports culture, with numerous sports facilities and opportunities for athletic activities .
The city is home to numerous IT companies and startups, contributing to the development of the digital economy.
The city comes alive with festivities, including concerts, fireworks, and cultural events, to commemorate its foundation.
With its excellent educational and healthcare systems, cultural amenities, and vibrant community, Novosibirsk provides a great living environment for its residents.
Novosibirsk is a fascinating city filled with rich history, stunning architecture, and a vibrant cultural scene. From its origins as a small village to becoming the third-largest city in Russia, Novosibirsk has emerged as a major economic and cultural hub in Siberia . With its world-class universities, theaters, museums, and natural attractions, Novosibirsk offers a myriad of experiences for visitors.
Whether you’re exploring the impressive Novosibirsk Opera and Ballet Theater, strolling along the picturesque banks of the Ob River, or immersing yourself in the city’s scientific and technological achievements at the Akademgorodok, Novosibirsk has something for everyone.
From its iconic landmarks such as the Alexander Nevsky Cathedral to its vibrant festivals like the International Jazz Festival , Novosibirsk has a unique charm that will captivate any traveler. So, make sure to include Novosibirsk in your travel itinerary and discover the hidden gems of this remarkable city.
Q: What is the population of Novosibirsk?
A: As of 2021, the estimated population of Novosibirsk is around 1.6 million people.
Q: Is Novosibirsk a safe city to visit?
A: Novosibirsk is generally considered a safe city for tourists. However, it is always recommended to take standard precautions such as avoiding unfamiliar areas at night and keeping your belongings secure.
Q: What is the best time to visit Novosibirsk?
A: The best time to visit Novosibirsk is during the summer months of June to September when the weather is pleasant and suitable for outdoor activities. However, if you enjoy the winter chill and snow, visiting during the winter season can also be a unique experience.
Q: Are there any interesting cultural events in Novosibirsk?
A: Yes, Novosibirsk is known for its vibrant cultural scene. The city hosts various festivals throughout the year, including the International Jazz Festival, Novosibirsk International Film Festival, and the Siberian Ice March Festival.
Q: Can I visit Novosibirsk without knowing Russian?
A: While knowing some basic Russian phrases can be helpful, many establishments in Novosibirsk, especially tourist areas, have English signage and staff who can communicate in English. However, learning a few essential Russian phrases can enhance your travel experience.
Novosibirsk's captivating history and vibrant culture make it a must-visit destination for any traveler. From its humble beginnings as a small settlement to its current status as Russia's third-largest city, Novosibirsk has a story worth exploring. If you're a sports enthusiast, don't miss the opportunity to learn more about the city's beloved football club , FC Sibir Novosibirsk. With its rich heritage and passionate fan base, the club has become an integral part of Novosibirsk's identity.
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1924 - The beginning of development of a large-scale energy system in Novosibirsk Oblast (province). The beginning of construction of Novosibirsk Heat and Electricity Station (TEC - 1) on the right bank of the river. 1957 - First unit of 57 thousand KW of Novosibirsk Hydroelectric Station was deployed. 1960 - Power transmission line (PTL) of 220 KV, Novosibirsk-Belovo, was deployed.
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Novosibirsk is the third-largest city in Russia. Situated in southwestern Siberia, Novosibirsk has a population of over 1.6 million people, making it one of the largest and most vibrant cities in the country.. The city was founded in 1893. Novosibirsk was established as a railway junction on the Trans-Siberian Railway, playing a significant role in the development of Siberia.